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Memo Issues Analysis · I........................................................, . . . . .:.:.:.~.:':.~.:.:.~.:.:.~.:-:.~.:.:.~.:-:.~.:.:.~.;.:.:.-:-.:-:.:.:.:.~.:.:.:.:.:<.:.:.:T:.~.:.:<':>:':.:':<:~.:<: 1::I.III',I:jl.111:lll!'!III!III:lll.III[IJ[1 ~~~~~~~~~d~~~~~~~~~~~t)(~~~~~~~i~~~~~~~~:~~fr~~~~~~~~~~~~~~~~~~~~~~1~~~~~~~~~~~~~~~~~~~1~~~~~~~.~ ....".. n. n.,.. n.n, n.n..,.n.. c"_< _,.... >"....... To: Honorable Mayor and Members of the City Council From: Steven C. Mielke, City Manager Date: June 1 , 1995 Subject: ISSUES ANALYSIS - COMMUNITY DEVELOPMENT DEPARTMENT The purpose of this memorandum is to outline the issues I heard from Council members relative to the replacement of the Community Development Director. I also wish to outline the issues that I feel are relevant to this discussion, and provide options from which to move forward. . As I had stated in an earlier update, it is clear that there is not a consensus among the Council members on how we should proceed. I received feedback indicating that the position was unnecessary and should not be filled, and also feedback indicating that the position was critical and needed to be replaced immediately. There were also viewpoints between those two extremes. In writing this memo I think it only fair to indicate that this position is, in my estimation, critical to the future success of the City in attacking the issues which have maintained a high profile in the community for the past several years. I temper that by acknowledging that it is healthy and wise to relook at every position when it becomes vacant, to ensure that the programs and services provided by a position are necessary and provide value to the community. From my discussion with the Council, I would suggest that the messages from those who were concerned and suggested we hold off on filling the position fall into two main categories; concern about future budgets, and staffing levels in the Community Development Department. The messages I heard regarding the need to replace revolved around the level of project activity, lack of leadership in community and economic development areas, and timing. Budqet Concerns Primary to the issue of budgets is a concern that was voiced about state and federal budget issues and the likelihood that the City will receive additional mandates without . funds available to pay for them. On the federal level it is clear that both the executive and the legislative branches intend to lower their expenditures on domestic programming, and while they talk about reducing mandates and cutting expenses, it is Honorable Mayor and Members of the City Council Page 2 very unclear how they will accomplish that and still meet with issues of housing, clean water, crime, and other issues the general public does not intend to relax on. In all . likelihood, the federal government will hand responsibility for program goals to the state and/or local levels and provide inadequate funding to carry out those goals. Since it is unclear how the federal government will proceed, it is also unclear how they will affect the state and local level. On the state level, preliminary information indicates that the City of Hopkins will experience a small decrease in State Aid for next year's budget ($34,000). In light of our total general fund budget ($6,400,000), the reduction is relatively small. Increases in labor costs within the budget combined with reductions in expenditures for the landfill should easily allow us to afford the Community Development Director position. With the uncertainty over federal budget impacts, along with a prevailing desire on a local level not to raise property taxes, it is wise to look at our budget and respond in a fashion. It is sensitive to taxes, while maintaining desirable programs and services. At the same time, we must consider the strategic issues facing the community and maintain adequate staffing levels to carry out and achieve community goals. Staffinq Levels in Community Development Comments I received on the staffing levels in Community Development indicated a perception that the CD Department may be overstaffed, and the staff that we do have is not efficiently used. . It was suggested that the City should consider hiring a consultant to do a management analysis of the Community Development Department. Primary questions would be the level of staffing within each of the divisions, workload issues, efficiency of staff time, and in general, obtain a third party analysis of the operations of the Community Development Department. A question was raised as to whether or not it was necessary for staff to attend all of the board and commission meetings that have been scheduled, and to better utilize Council liaisons by using them to replace staff at some of the board and commission meetings. Questions were also raised about the number of department heads and a desire was expressed to reduce that number by reorganizing. Proiect Levels/Activities I received comments from Council members expressing concern about the amount of project activity underway, and an expression of concern about the projects not being completed or brought to fruition because of a lack of staff attention. Comments were received which indicated a desire to complete the highest priority projects and to find ways in which to accomplish those projects. Leadership I received comments on the issue of leadership and coordination of the Community e Development Department on both a positive and negative basis. Comments were suggested that other department heads could absorb the supervisory duties of the Honorable Mayor and Members of the City Council Page 3 Community Development Director position by reorganizing in such a fashion so as to . cover the administrative duties. It was suggested that the City Manager could take on additional responsibilities in this area as well. There was also concern raised about the ability of the Community Development Department to act and respond cohesively to issues without leadership and direction from a department head. Timinq I received comments and concerns about the timing of Tom Harmening's departure and its impact on existing projects. Concern was also voiced about the market conditions and that the window of opportunity for many of these projects may be limited in time and may not be able to wait until a future date. City Manaqer's Analysis of Issues The Council's desire to step back and analyze this position and the need to fill it is a healthy exercise. I have had time to meet with each of the Council members, as well as staff members and others in the community, to obtain their viewpoint on this position and how we should move forward. The position of Community Development Director is responsible for the day to day operations of the Community Development Department. But the more important . functions include: the hands-on dealing with projects, initiation of efforts to address community goals, and dealing with the public and groups. This position is currently funded out of the general fund, and thus is supported by property taxes. If the budget is of primary concern, it could be a position which is moved out of the general fund and into a special revenue account, such as the economic development fund, so as to remove it from general fund dollars. While this is not ideal, nor does it reflect the general nature of this position, it would provide an option of paying for the position and yet relieving the general fund of an obligation. Staffing levels within the Community Development Department, in my mind, are well suited to address the issues in front of the City. I have attached a copy of a project review that analyzes the status of the various projects and initiatives currently on the plate in the Community Development Department. I have heard frustration from the Council on the speed upon which these activities are progressing. It is my impression that removing this position will slow down our ability, and in fact, create an impossible situation for some of the projects. Since Tom Harmening's departure, the staff has met with me and we have prioritized projects as much as possible so as to ensure that the highest priority projects receive enough attention to move forward. Unfortunately, projects tend to become high priorities when they come forward. For example, a project which is currently rated as inactive or a low priority, tends to receive a higher priority when it receives public attention or when the person is standing in front of us. It is . difficult to turn to a developer or a business person and inform them that their project is not important enough for us to work on at this time. I also must be sensitive to the work load on the Community Development staff. Tom Harmening typically worked 50 hours per week. It will not be possible for the current staff to absorb his workload. The Honorable Mayor and Members of the City Council Page 4 activities in housing and economic development are currently such that we are expending more on overtime than we should be, and we will eventually burn out staff . members within those divisions. If we allow that to occur the problems will get worse rather than better. Regardless of a decision on this position, the option of waiting to hire brings in the question of the prioritization of our current work load and how to ensure that the current project list gets accomplished. Whether the decision is to wait or move forward, staff will be recommending that the Council authorize us to hire consultants to carry the workload of several of the projects, or to allow us to drop projects from our list of priorities and inform people that we will not be working on those issues due to time constraints. In spite of the public perception that there is fat in the Community Development Department, it is my position that the level of activity not only justifies rehiring the Community Development Director, but could even support hiring additional staff and/or consultants to complete all of the priorities which are before us. 1 indicated earlier that the project levels and priorities are currently overwhelming the staff. It must also be recognized that the City of Hopkins is a redevelopment community. Redevelopment is a process which requires significant staff attention and "hand holding" in order to succeed. Developing farm fields in developing communities is significantly easier than redeveloping property which may be contaminated or has dilapidated structures on it. The time commitments, in turn, are more taxing. Leadership and reorganization issues are always questions which come forward in a e discussion such as this. I would not be truthful if I said we could not survive without a Community Development Director. The City has operated with a Community Development Director since 1986, and before that time the development activities were handled by an Economic Development Department who reported directly to the City Manager. At that time the Manager had nine division heads reporting directly to the Manager, and the Manager's activities were primarily centered around running the day-to-day operations of the City. There are currently seven departmenUdivision heads reporting to the City Manager. Since the hiring of the Community Development Director, the City Manager has been able to focus more clearly on goals, priorities and substantive issues facing the community. This responsibility has been shared by the Community Development Director and the City Manager, and in my opinion, has resulted in significant improvements in the leadership of the City. The supervisory duties of the Community Development Director should not be underplayed. There are 17 individuals, all of which interact with the Community Development Director in one form or another. Alternatives It would seem that there are at least four alternatives for dealing with this question. They include: 1) rehiring the position; 2) using consultants to a greater extent and reorganizing; 3) cutting back on project priorities and reorganizing; and 4) rehiring the e position and reviewing the entire general fund budget to look for alternative ways of reducing the budget. Honorable Mayor and Members of the City Council Page 5 Rehiring the Community Development Director position would take two to three months . to complete and could be accomplished without the use of a search consultant. In the interim, I would recommend that we use consultants to keep moving forward some of the projects that are currently under way. Any new initiatives should be delayed until such time as the new Community Development Director is on hand. Greater use of consultants could free up time for the economic development and housing staff, which are currently overworked. This, along with a reorganization, may provide for the Council's desire to reduce expenditures, and still accomplish most of the goals and priorities in front of the City. It should be kept in mind that consultants still require oversight and direction. Reorganization of the Community Development Department, along with cutting back on projects and priorities, would reduce workload stress and result in acceptable levels of supervision. I am concerned that we will not be able to accomplish community goals identified in the Strategic Plan or in our economic development strategies. Rehiring this position and, in turn, looking at the entire City budget for areas in which to cut or reduce the budget, should result in a more comprehensive look at the budget and priorities. Recommendation . At this time, after reviewing with the staff and Council the various issues concerned, I would recommend that the City rehire the Community Development Director position. At the same time, the City should make greater use of consultants during the interim period so as to keep projects and priorities moving forward and begin a process of reviewing the budget to analyze and be prepared for cuts, if necessary, in the 1996 budget. I am confident that there are areas of the budget that could be reviewed and reprioritized so as to meet the community's goals while still providing necessary programs and services at affordable tax rates. sm04255g . PROJECT REVIEW Key: Status - Active means currently being worked on by staff . Inactive means currently not being worked on by staff Priority - 1 = top priority, must do; 2 = need to do; 3 = could let it go Projectsllnitiatives Status Priority Downside Risk Burschs Active 1 Further deterioration Boston Garden Active 1 Possible loss of business Grocery Store/Dome Active 1 Break legal obligation Hennepin County Public Active 1 Either return to County or loss of Works down payment Suburban Chevrolet Site - Active 1 Stays vacant - eyesore South Meadow Creek Condos Active 1 Property values decline - loss of e FHA eligibility Arts Center Active 1 Doesn't get built Facade Loans (4) Active 1 Deterioration of CBD buildings Suburban Chevrolet Site - Active 2 Eyesore - loss of future tax base North Commercial Rehab Loans (1 ) Active 2 Deterioration of CBD buildings St. Joe's Parking Lot Inactive 2 Possible parking problems (arts center) Pines Active 2 Rehab as park or apartments Sign Grants Active 2 Deterioration of signage in CaD TIF Legislation Active 2 Loss of $2 million revenue . Strategic Plan Active 2 Goals may not be accomplished Projects/Initiatives Status Priority Downside Risk . TIF - Westbrooke Patio Active 2 Deterioration of site - no service Homes district Business Retention Program Inactive 2 Loss of businesses Rudy Luther Site Inactive 3 Eyesore -loss of tax base HRA Properties Inactive 3 Maintenance dollars spent to maintain MB Hagen Active 3 Loss of dollars from Little League - tax base Keefe Properties Inactive 3 Stays vacant - eyesore Business Recruitment Inactive 3 Nobody does business recruitment Program . R. L. Johnson Inactive 3 Stays vacant - loss of tax base and jobs Duneman Site Inactive 3 Less future development County 3 and 11 th Avenue Inactive 3 Maintain site at City expense (HRA Property) Depot Inactive 3 Eyesore - lost opportunity Shady Oak Road Rehab Inactive 3 No planning for future Landscape Loans Inactive 3 Loss of aesthetic improvement opportunities County 3 Redevelopment Inactive 3 Either road goes north (not south) (Phase 3) or north side stays as is Single Family Home Replace- Inactive 3 Lost opportunity to improve housing ment Program stock . sm/projrevw . . . . I COMMUNITY DBVELOPMENT 11 DIRECTOR SECRETARY smith I PLANNING & ECONOMIC I INSPECTIONS DEVELOPMENT I CHIEF BUILDING DIRECTOR INSPECTOR Kerrigan Anderson, T. ECONOMIC INSPECTORS FIRE PLANNER DEVELOPMENT Fischer MARSHAL Anderson, N. SPECIALIST Jordan Magdal steinman Van Hauer HOUSING HOOSING SECRETARY OFFICER COORDINATOR Famalette Skepper HRA Elverum . SECTION 8 CUSTODIAN COORDINATOR Stafford Lammi ( HRA) (PT) (HRA) ASSESSING I r-- CITY ASSESSOR - Wilson RESIDENTIAL SPECIAL PROPERTY ASSESSMENT APPRAISER CLERK Shoutz Robertson . . - ----- . , d QUALIFICATIONS TO CONDUCT A MANAGEMENT I ORGANIZATIONAL. - STUDY FOR THE CITY OF HOPKINS, MINNESOTA COMMUNITY DEVELOPMENT DEPARTMENT . APRIL 27, 1995 DAVID M. GRIFFITH & ASSOCIATES. LTD. Professional Services for the Public Sector . DMG _n ____ DAVID M. GRIFFITH & ASSOCIATES. LTD. Professional SerYI~es for the Public Sector 555 Park StreC!~ Suite -408 S ~ Paul. Minnesota 55103 DMG 612'292.9225 Fax: 612.292.0243 April 27, 1995 Mr. Steven C. Mielke City Manager City of Hopkins 1010 First Street South Hopkins, Minnesota 55343 Dear Mr. Mielke: David M. Griffith & Associates, Ltd. (DMG) is pleased to submit, for your approval, our Qualifications to provide assistance to the City of Hopkins to conduct a management/ organizational study of the Community Development Depanment. This response has been developed based on our understanding of your requirements that we have obtained as a result of our discussions with you and through our extensive experience in conducting management studies and reviews of this type. . We believe DMG is uniquely Qualified to serve the City of Hopkins for the following reasons: . An Approach Responsive to the City's Needs. The methodology we will follow will be developed specifically to meet the requirements of the City of Hopkins. It will involve key individuals who have appropriate technical expenise and we will provide a deliverable product that will feature a high degree of workability and ease of implementation. We will work to develop a client commitment to our recommendations, and we will strive to create a momentum to change. . Emphasis on Tanoible Results. Consulting projects should provide more than analysis and evaluation. Our Firm has an unmatched reputation in assisting our clients achieve results. We are committed to making a difference with our projects. . Extensive Expenise in Governmental Operations. DMG is the nation's leading firm in providing professional services exclusively to the public sector. This extensive background in serving government translates into high quality solutions to the many problems government faces. The individuals we will assign to this engagement are experienced senior staff and principals. . ~ . DMG Mr. Steve C. Mielke Page 2 April 27, 1995 . Experience with Minnesota Local Government. DMG has been endorsed by the Association of Minnesota Counties (AMC) to prepare indirect cost allocation plans and conduct cost-ot-service, fleet management, and other consulting studies for member counties. We are active in the League of Minnesota Cities' annual conference and the Government Finance Officers Association (GFOAI in Minnesota and nationally. As a result, we currently work with over 90 Minnesota Local Government clients. We believe our prior experience with Minnesota Local Government will be of significant assistance in the management/organ izational study for the City of Hopkins, Community Development Department. . Experience on Similar Proiects. DMG's staff has extensive experience in management studies. In addition, DMG has completed cost-of-service studies for several Minnesota Cities. Examples of projects we have conducted are indicated in the accompanying material. . We are prepared to commence this assignment as soon as we receive your authorization to proceed, and we welcome the opportunity to work with the City of Hopkins on this very important project. We look forward to meeting with you to discuss our qualifications and to develop a specific project scope and fee for conducting the study. Sincerely, DA VIO M. GRIFFITH & ASSOCIATES, L TO. i1Jo&,/!; n/Mio Wesley A.' MascD . Vice President WAM:ss Enclosures . . T ABLE OF CONTENTS PAGE ORGANIZATIONAL STUDY A. BACKGROUND ................................. 1 B. SCOPE AND OBJECTIVES ......................... 3 . c. ApPROACH . . . . . . . . . . . . .. . . .. . . . . . . . . . ... . . . . . 5 D. PROJECT PARTICIPANTS - RESUMES . . . . . . . . . . . . . . . . . 9 E. TIMING AND FEES ............................ 17 APPENDIX A - CLIENT REFERENCES ................. 19 . ~ OHG ---.. --- . '. A. BACKGROUND . . -..-. . I A. BACKGROUND I City government, like other organizations, will, over time, experience communication and coordination difficulties brought about by changes in programs and services, personnel, technology, economic conditions, etc. Change is an integral part of organizational dynamics. Periodic reassessment is warranted to identify where revisions in the organization may be needed and to incorporate these revisions into a plan that facilitates a transition between the present and future. Many benefits can result from evaluating your Community Development Department at the present time. The analysis will lead to identification of weaknesses that may need correcting as well as strengths that may need additional emphasis. Additional . benefits can include: . Identification of functional areas and who is responsible for the activities, . General appraisal of capabilities relative to present and future organization needs, . Recommendations regarding interim and long-term changes, such as changes in individual position responsibilities, staffing levels, and changes in reporting relationships. . 1 ~ n,Hi Most importantly, the review should allow you to initiate changes that are needed if . your Community Development Department is to enhance its efficiency and effectiveness. In summary, therefore, it is important to consider that: 1 ) Government is asked to accomplish purposes and serve needs which are difficult to measure and evaluate. 2) Management studies need to be structured to provide useful, timely, reliable information about the efficiency and effectiveness by which such purposes are accomplished and such needs are served. DMG has demonstrated the professional and technical capability to undertake a management study of this magnitude. Our Minnesota experience in this area will ensure a very high quality and workable approach and results. . 2 . ~ OMC; .:.' J - , .. -'r , "" . " . -; ~ - .~;".,:~~"""" --" ;'~.~'~:-~'.~ . - .. .' . . - ,'." .' . r ~' ~I~' .": :_ ~ - B. SCOPE AND OBJECTIVES . '" ~ - . ,. . . -- -- I B. SCOPE AND OBJECTIVES I . We understand that the scope and objectives of the organizational study will be to assist the Hopkins City Council in a systematic process of objectively evaluating the Community Development Department. The overall objectives will be to: 1 ) Review the current org an izatio n, administration, and operations of the Community Development Department, paying particular attention to the following concerns: . Departmental duties and responsibilities and examine for appropriateness and possible redundancy. . . Control systems: examine organizational reporting relationships, need for coordination, documentation and reporting requirements, verification and audit procedures, etc. 2l Recommended improvements and the means for accomplishing them: . Increased staff utilization through elimination of duplicate effort, job redesign, and staff training. . Improvements in efficiency, control, and/or resource management through consolidation of related functions and management. 3 . ~ OHG . The products resulting from the study will be: . Written Report. New suggested organization charts, workflow diagrams, and job outlines to support recommended changes, if needed. . Presentation to City Council; communication with department heads and employees. The scope of the project will include the Community Development Department. This involves an estimated 16 full-time and various part-time employees. . . 4 ~ IJM'; . ~..... . , ,. - . . -- C. APPROACH . . . .< ~ .,," - .':' i. . --------- . I c. APPROACH I In conducting a study of this type, our initial efforts will be directed toward obtaining a thorough understanding of the responsibilities, mission, and role of the Community Development Department as well as the rules, policies, and procedures within the Community Development Department. At this point, we will obtain City Council and management's insights into the study objectives, make any necessary modifications in our proposed approach, and develop specific additional evaluation steps for conducting our analysis. An extremely important aspect of a review of this nature is the specificity of how efficiency and effectiveness will be measured. In this regard, work will focus on the e following areas: . Analysis of organizational structure, spans of control. and lines of authority; . Review of service levels, workload, and staffing plans; and . Review of service standards. performance measurement, and management reporting. Our review and evaluation methodology will be specifically structured to address the study objectives of the City of Hopkins and will encompass the technical approach as detailed below. . 5 ~ OMG --.-- Phase I - Proiect Planning and Organization . Our tasks during this phase include: . Clarification of project goals, fine tuning of the workplan, communication to employees, refinement of data gathering tools, review of relevant doc u mentati 0 n a bo ut the City of Hopkins Community Development Department. . Defining the participation of the City Council, management and department staff personnel in terms of who will provide input to the evaluation process, who will meet with our consultants periodically to monitor our progress, the extent to which City personnel will participate in the study, etc. Phase II - Operations Review and Information Gathering e This phase includes: . Reviewing available written internal procedures, manuals, policies, reports, and other documents related to the present operations of the Community Development Department. . Conducting interviews with members ofthe City Council, management, and selected staff. . Initiating the process of identifying opportunities for improvement and appropriate alternatives that answer questions about the Community Development Department structure, operations, future needs, and management objectives. 6 . ~ OMG -- - ------ . Phase III - Evaluation This phase includes: . Evaluating the extent to which the activities of the Community Development Department are successfully performed and the objectives are being met. . Analyzing the data and information accumulated and comparing this to objective measures and performance criteria specifically addressing the Community Development Department area posed at the beginning of this section. . Developing and documenting comparisons and alternativerecommendations for improvement. . . Identifying obstacles/barriers facing the City in achieving improvements and developing appropriate action plans for the future. Phase IV - ReDortinQ This phase includes: . Providing periodic progress reports to the City Manager during the review. . Documenting major findings and observations and support for improvement recomme ndations. . 7 ~ lJMG . Planning for implementation. Troubleshooting and/or refinement of . implementation steps, as needed. Follow up as necessary. . Conducting a formal presentation to the City Council with regard to our findings and recommendations. Phase V - Follow-Up This phase includes providing subsequent discussions with the City Council and management to ensure that our findings and recommendations are understandable, to interpret/answer questions regarding our analysis, and to help establish future direction as appropriate. . 8 . ~ D"G -- ------------ ....' . . . ~." . . - '. -. . . -- ,~ ." -' ,- ~ . , ". . PROJECT PARTICIPANTS . " D. RESUMES . . - . I . . . - " . . D. PROJECT PARTICIPANTS RESUMES WESLEY A. MASCO - Wesley A. Masco is a Vice President of David M. Griffith & Associates, Ltd. and directs the activities of our North Central Regional office located in St. Paul, Minnesota, serving our clients in Minnesota, Iowa, North Dakota, South Dakota, and Nebraska. He is a graduate of Purdue University with a Bachelor of Science degree in management and an Associate in Applied Science degree in industrial engineering. Mr. Masco has over ten years' experience in the management of both industry and government programs and operations. In addition, Mr. Masco has over fifteen years' experience as a Management Consultant speCializing in state and local government e information systems, organization studies, productivity improvement analyses, industrial engineering studies, resource management systems, operations/performance audits, and public sector cost accounting studies. He has achieved the designation of Certified Management Consultant. Prior to joining David M. Griffith & Associates, Ltd., Mr. Masco spent fifteen years in various management consulting capacities with international public accounting firms. During that time, his most significant responsibilities included: . Served as Principal-in-charge of the Springfield, Illinois, office of Arthur Young & Company specializing in consulting for the public sector. . 9 ~ OM!; . . Participated in the development of a detailed methodology to be used on a firmwide basis by Arthur Young consultants in conducting operations improvement analyses. . Served as practice leader for a productivity improvement consulting group. From 1975 to 1978, Mr. Maseo interrupted his consulting career to serve for three years as the Performance Audit Director, Office of the Auditor General, State of Illinois. During this period, Mr. Masco was responsible for the direct supervision over thirty performance audits of the efficiency and effectiveness of various government operations. Mr. Maseo has directed all of DMG's consulting engagements in the State of Minnesota and surrounding states since 1987. Recent engagements relevant to the Aitkin County study include: . . A review of organizational effectiveness and efficiency of the Countywide operations of Benton County, Minnesota Client Reference: Mr. Spencer Buerkle Benton County Board of Commissioners 611 North Seventh Street Sauk Rapids, Minnesota 56379 612-251-1421 . 10 ~ o...G . A review of the organizational effectiveness of the Countywide operations . ot Becker County, Minnesota. Client Reference: Mr. AI Mohs Becker County Board of Commissioners Lake Avenue. Box 787 Detroit Lakes, Minnesota 56501 218-846-7301 . A management and organizational effectiveness study ot Winona County. Client Reference: Commissioner Stephen Delano 257 West Broadway Winona, Minnesota 55987 507-457-6350 . A series of several cost-at-service studies including: Becker County e - - Benton County - St. Louis County - Hubbard County Nicollet County - Le Sueur County - Rice County - Washington County - Olmsted County - Dakota County - Ramsey County - City at St. Paul - City at Des Moines, Iowa - Sarpy County, Nebraska - Morton County, North Dakota 11 . ~ OHG , . Mr. Masco has taught University-level courses in government productivity management and he has received awards for speeches and seminars delivered to various professional organizations. He has taught a course on Operational! Performance Auditing Concepts at the American Institute of Certified Public Accountants' National Management Advisory Services Training session on" Advanced Consulting Skills." Mr. Masco is a member of both the National and Minnesota Government Financial Officers Associations, the American Society for Public Administration, and the Institute of Management Consultants. THOMAS GOODWIN - Mr. Goodwin is a Senior Manager in DMG's Minnesota cost allocation plan practice. In this position, he has primary responsibility for the preparation of Minnesota indirect cost allocation plans and the negotiation of these plans with the Minnesota Department of Health and Human Services and other cognizant agencies. . Mr. Goodwin has had considerable experience in developing cost allocation plans. Since joining DMG, Mr. Goodwin has developed cost allocation plans for both cities and counties in eight states. In Minnesota, these cities included Minneapolis, St. Paul, and Duluth. His principal responsibility for the last fourteen years has been in Minnesota where he has developed over 600 cost allocation plans and assisted with several cost-ot-service studies. Mr. Goodwin has completed work on the organizational study tor the City of Thief River Falls and has completed a number of projects for the Metropolitan Council. Prior to joining DMG, Mr. Goodwin served as the Executive Assistant to the Racine County Executive. His principal areas ot responsibility were the annual budget, intergovernmental coordination, and lobbyist to the Wisconsin legislature. . 12 ~ lJHG His additional work experience includes: . . Assistant to City Manager, Mount Prospect, Illinois . Assistant to County Controller, Wakesha County, Wisconsin . Fiscal and Budget Analyst, Wisconsin Legislative Fiscal Bureau . Assistant to City Planner, Wheaton, Illinois Mr. Goodwin has a B. S. from the University of Wisconsin-Whitewater and a Master's in public Administration from Northern Illinois University. Mr. Goodwin brings an additional insight into management studies with his experience gained through the past ten years as a member at the Apple Valley, Minnesota, City Council. . CHARLES F. GOSEN - Mr. Gosen is a Manager for DMG with primary responsibility for cost allocation plans, management, and cost-at-service studies. Mr. Gosen has performed cost analysis studies tor the City of Minneapolis and Becker, Washington, Aitkin, Carlton, and Douglas Counties, Minnesota. An analysis of the Solid Waste Department was included in the Becker County project. Mr. Gosen also does cost allocation plans for various Minnesota counties and has completed work on management and organizational studies for the city of Thief River Falls, Houston County Assessor's Office, and Carlton County Human Services as well as Countywide management studies for Winona, Aitkin, and Koochiching, Minnesota. Prior to his association with DMG, Mr. Gosen worked with both the private and public sectors. He worked as the County Auditor for lake of the Woods County, Minnesota, for eleven years. 13 . ~ OMG - -. ---.....-- ------ - . His governmental background includes: . Administration - Board Liaison and Supervision - Legislative Activities - Grant and Project Monitoring . Financial Management - Tax Administration - Budget Preparation - Financial Statement Preparation - Maintenance of Accounting Systems - Internal Auditing - Bonding and Capital Replacement Programs . . Studies and Analysis - Bud get Analysis - Data Processing Systems and Implementation - Program Development - Risk Management Analysis . Human Resources Management - Employee Benefit Programs - Pay Equity Implementation . 14 ~ O"G In addition to Public sector work, Mr. Gosen has served as staff accountant for a . certified public accounting firm and as the financial manager of a private human services corporation. His responsibilities included a full range of financial services such as financial statement preparation and analysis, budget preparation and financial projections, tax planning, and extensive client relations. Mr. Gosen received a B.S. Degree in Accounting and Business Administration from the University of Minnesota. He is a past president of the Association of Minnesota County Auditors as well as the past president of the Association of Minnesota County Auditors, Recorders, and Treasurers. He served as President and Treasurer of the Baudette Housing and Redevelopment Authority. . 15 . ~ O"G . All work for the City of Hopkins will be undertaken through our North Central Regional Office located in St. Paul. Additional project staff will be assigned from our St. Paul consulting group and from other of the DMG offices nationwide on an as-needed basis. All personnel proposed would be reviewed with the City of Hopkins Management for approval prior to actual assignment. In addition, we have in all of our offices the necessary support staff, office automation equipment, and technology to complete requirements of the proposed study. . . 16 ~ DI1Ci " .', . ; E. TIMING AND FEES '. co . . , ': ~,-." ." ;''t.-..r..;..-,_ ~ .;. ... . . . " ' ,~. :.~.:.~ .'-' . <:;,t' :.; ~-'> .::.~ - _: :~~ :J:" :,. ~-""I. -- ~ . .. - ~: ~:L 7' , . .~t.... - ~ -.i~.~t~~c~: ~.. - .,.~: - \"',: ~--t':,- r,- ," "_ r":......-:: : _: . ., I, -, ~.!.' , .~~}~:-..-- .~:1f:.-':. ~. . " - . ~ ~ I" ~ ~ ..~~~:'-, ~ - " . - ----..- . I I E. TIMING AND FEES Timing We would work closely with the City Council and City Manager to ensure that the project can be completed within a reasonable timeframe. We developed a general work program as a result of reviewing your needs, combined with our prior experience in conducting engagements of this type. We will be happy to discuss alternative project schedules, if you so desire. We estimate that approximately 12 to 16 weeks will be required to complete all phases of the management study. Our estimated work hours are based upon the project objectives and scope of a typical organizational study and involve reviewing . detailed manuals and employee job descriptions as well as an estimated 25 to 30 face- to-face interviews with City Council Members, department heads, and selected employees. If the City Council desires a different level of effort on the part of our consultants, we would be happy to adjust our project schedule and cost accordingly. We are proposing a fee for the management/organizational study of the Community Development Department for the City of Hopkins of $15,000 including all out-of- pocket expenses. If it is necessary to have more than four meetings with the City Council, we would charge for the additional meetings at our normal hourly rates plus expenses. . 17 ~ Ol"lG Our fees and expenses are typically lower than other firms for the following reasons: . . Expertise. We are experts in cost and management analysis engagements for government as this IS our primary area of consulting. Therefore, we have minimal training and supervision costs. . Overhead. Our principals and managers devote more effort to client service than internal administration as is common in other accounting or consulting firms. . Marketing. Most of our work comes from referrals from existing clients and our marketing costs are quite low. . Commitment to Public Sector. Since we understand the financIal limitations constraining most government entities, we control our fees to levels affordable by the public sector while providing quality services. David M. Griffith & Associates, Ltd. is very pleased to have the opportunity to present . this proposal. We look forward to assisting the City of Hopkins on this very Important engagement. ~ U U ~ ~ ~ ~ * * DAVID M. GRIFFITH & ASSOCIATES, LTD. 18 . ~ 0"" __n_. ..___. ___n..____ _.____.____ _.._.____ . . .\.{> " -'c......;. )t.... c""',~...... .., .-'" ~."l.~\. ,_ :~~t~. .~~ :~'~'."~.~ - . '-~~-:t:.. _.- ~... ~~-',.' - ... "'~.-."';" '~:L'~.~ ~.~.~.::... T _.~ ~~- . - . . - . '#. , "~i.;...t.-.. ~:' . . ;~~i';;:, . -';~~:;:'._";~";" I!~i" ' :~~~f;:~ APPENDIX A ~~'f.:~~'1~; - , . CLIENT REFERENCES . ~ - _r ~ ,-',r" "'_;':':~T..;'." :~:: ~;~: ;,': . ,.::: .<', :_~.~.. ..- ~~~..,}.:~ . ..5:",,-,:, .l.-~,,-_ -_, .~,r:;<>. .~3iFk'Fc'. .' , ~<t~f'~' .~~~~" .-":~',~,. .- ..").~,,"'~ .. " . . ~". i!' . . !. .1 ~..: :Fo: ~"l ..- . _' _ _-~ .: T. ""1 . - :: :-:~.~..' ': ;~'T', ;"'.:., ....,- - . . ". " . ., .. .~.:.- , ...... , I CLIENT REFERENCES I . Recent engagements relevant to the City of Hopkins study include: . A review of the organizational structure of the City of Thief River Falls. Client Reference: Mr. Robert Reeve, Mayor Thief River Falls City Council Box 528 Thief River Falls, Minnesota 56701 . A cost-of-service study for the City of Maplewood: Client Reference: Mr. Dan Faust Finance Director . City of Maplewood 1830 East County Road B Maplewood, Minnesota 55109 . A review of the costs associated with the issuance of liquor licenses for the City of Minneapolis. Client Reference: Mr. Gary Warn berg City Purchasing Department Public Health Building, Room 414 250 South Fourth Street Minneapolis, Minnesota 55415 19 . ~ OHG - ---.-- . . A review of the costs associated with the issuance of liquor licenses for the . City of West St Paul. Client Reference: Mr. William Craig City Manager City of West St. Paul 60 West Emerson Avenue West St. Paul, Minnesota 55118 . A series of management/organizational studies for several counties under the direction of the Association of Minnesota Counties: Client Reference: James A. Mulder Executive Director Association of Minnesota Counties 125 Charles Avenue St. Paul, Minnesota 55103 (612) 292-9225 . . 20 ~ D"G .----.- . CITY OF HOPKINS Hennepin County, Minnesota RESOLUTION NO: 95-41 RESOLUTION MAKING FINDINGS OF FACT AND APPROVING AMENHMENTS TO SECTIONS 515, 520, 535, AND 540 OF THE ZONING ORDINANCE AND SECTION 1165 OF THE CITY CODE WHEREAS, an application for an amendment to the Zoning Ordinance, ZN95-5, has been made by the City of Hopkins; and WHEREAS, the procedural history of the application is as follows. 1. That an application for Ordinance Amendment ZN95-5 was made by the City of Hopkins on February 24, 1995. 2. That the Hopkins Planning Commission, pursuant to published notice, held a public hearing on the application and reviewed such application on March 28, 1995, and April 25, 1995: all persons present were given an opportunity to be heard. . 3. That the written comments and analysis of the City Staff were considered. NOW THEREFORE, BE IT RESOL VED that the application for Ordinance Amendment ZN95-5 is hereby approved based on the following Findings of Fact. 1. Studies conducted by the Minnesota attorney general, and cities such as St. Paul, Minnesota; Indianapolis, Indiana; Rochester, Minnesota; Phoenix, Arizona; Los Angeles, California; have studied the impacts that adult-oriented businesses have in those communities. 2. That the City Council has reviewed summaries of the aforementioned studies. 3. These studies have concluded that adult-oriented businesses have adverse impacts on the surrounding neighborhoods. 4. That the adverse impacts include increased crime rates, lower property values, increased transiency, neighborhood blight and potential health risks. 5. That adult-oriented businesses have adverse secondary impacts of the types as set forth above. 6. The adverse impacts caused by adult-oriented businesses tends to diminish if adult-oriented businesses are governed by locational requirements, licensing requirements, and health requirements. 7. It is not the intent of the City of Hopkins to prohibit adult-oriented businesses from having . a reasonable opportunity to locate in the city.